With the launch of the Kanban Guide for Scrum teams in 2018, its 4 flow metrics have gained more popularity amongst the Scrum community.

The Old Farmer’s Almanac is the oldest continuously published periodical in North America. It was first published in 1792 by Robert B. Thomas who wanted an almanac “to be useful with a pleasant degree of humor. Many long-time Almanac followers claim that its forecasts are 80% to 85% accurate. 

The emergence of the Kanban Guide for Scrum teams has given new metrics and practices to Development Teams on how they can augment their Sprint Backlog to manage their work.

A descriptive approach to do throughtput-driven sprint planning in Scrum.

If there is one trend that has surpassed Agile in our profession over the last five years, I would say DevOps would be a good culprit. As we’ve seen an explosion of tools to implement CI/CD in our Scrum teams, we’ve also seen some of our Agile practices being challenged by this new reality.

I’ve been teaching the class Professional Scrum with Kanban (PSK) for the last year now and I strongly believe parts of its content will send some of our current practices and books to the Agile museum.

The Professional Scrum with Kanban (PSK) course has now been out for more than 6 months at Scrum.org. As one of the first few trainers who wanted to teach this course when it came out, I find it is a great way to combine the Scrum framework with Kanban as a strategy to deliver value to your customer.

DevOps is all over the place nowadays. The toolset is exploding. Companies are offering a large variety of products to suit the needs of customers.

I have an important favor to ask to Scrum practitioners who are asking their team to commit themselves to their sprint backlog at sprint planning.

According to the Scrum guide, sprint retrospectives are "an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint."

In his book Good to Great, author Jim Collins asks the reader:

When reading the role of the Scrum Master in the Scrum guide, one of the core competencies is to facilitate meetings.

A team that I work with decided one day to improve the general mood in the team. A member of the team (David) bought the Snakes & Ladders board game for the team.

I have found that coaching managers is a different approach than with Scrum teams. While you are (most of the time) involved directly with the Scrum Team as a Scrum Master, managers are less accessible.

Your plan. It will change anyway. Your detailed architecture. It should emerge. Your code. It will be refactored. Your document. It doesn’t compile anyway.

I work in the public sector as an Agile coach. One of the question I often get asked is how to estimate the size of a new project, or a new delivery, as we need to determine a budget before executing it.

One of the important event in Agile this year seems to be an argument around Test Driven Development (TDD). More precisely, high profile personalities in our industry debated against the statement "TDD is dead".

As a Agile coach, I refer to a few tools to help me think about where my Scrum teams should go next on their path to Agility. One of these tools is the Agile subway map, a list of Agile practices grouped in different categories. It helps me think how a specific practice could help a team solve its actual problem.